Manageability of complex organisational systems – system-theoretical confines of control

Abstract The task of organisation is based on breaking up complex systems into a number less subsystems where the interfaces are well-determined leading inevitably to hierarchical structures. Therewith, principle need precisely predefined targets regarding quality and time frames becomes necessary, which in turn enforces establishing controlling procedures. Meanwhile, it well accepted that processes demanding resources therewith form cost organisation. Rarely quantitatively regarded is, however, having further ready repair for detected deviations. This paper points out system-theoretical limits control lie, mathematical approach delayed second-order approximation leads introduction terms perseverance as dissipative terms. On this background, integral meets characteristics harmonic system also suffers it's confines determining fundamentally limited reaction time. focus article presented here development realistic scenarios deviation situations their relevance light fundamental criterion stability derived from differential equation control. In context, we find evidence partly self-determining concepts, such e.g. maintained lean construction, SCRUM similar others, become favourable, if not superior, approaches.